Blockchain is an emerging meta-technology and considered a new institutional technology with the potential to change the governance of vertically integrated food supply chains. This paper investigates the effects on coordination mechanisms in vertically cooperating agri-food networks that result from the implementation of different blockchain technology platform types (BCTPT). The research is based on an extensive literature overview and exploratory use cases of BCTPT implementations in the agri-food industry which are presented to illustrate the applicability of the findings. Our analysis shows that BCTPT predominantly differentiate through the coordination mechanisms exerting of power, information sharing, decision-making, and collective learning benefits. We also reveal that blockchain use cases with high success rates typically operate in a vertical ecosystem where a focal firm assumes the responsibility for coordinating the activities in the supply chain network. These use cases are typically operationalized in tracking and tracing applications as well as in provenance-based information provision, which either operate in vertically coordinated private blockchain or consortium-type blockchain platforms. We conclude that the choice of a specific BCTPT with its respective coordination mechanisms is a key determinant of the economic success of the intended use case, the efficient management of the supply chain network, and eventually for the chosen digital business model. This paper will close a research gap, as the potential impacts of different blockchain technology platform types on digital agri-food business models and its supply chain management have scarcely been researched.

Interest in sustainability has increased significantly in the wine sector in the past few years, driven by customer interest, as well as the impact of global warming-intensified weather extremes on wine growers. For a sustainable future the wine industry must design its entire value chain in such ways that it conserves and regenerates the natural environment and at the same time promotes human rights, inclusion and equality. The current paper identified five key challenges which have to be overcome in order to reach this goal: (1) climate change impact and adaptation strategies, (2) the reduction of GHG emissions and creation of carbon sinks, (3) vineyard inputs, (4) packaging and (5) social and economic sustainability. For each of these five challenges research gaps and possible solutions are presented which enable a holistic improvement of the sustainability of the whole wine value chain from the vineyard to the consumers. Examples for this are strategies to reduce the use of pesticides in the vineyard as well as carbon insetting options in the vineyard. Additionally, it is of utmost importance that every educational institution integrates facts and vision into their teaching programs in a holistic manner. Together, these approaches form the basis for a realistic sustainability vision for the global wine industry.

In Europe, cooperatives have a long tradition and are widespread in the agricultural sector. Cooperatives in the wine sector of some EU countries even surpass a market share of more than 50%. In Germany, the first wine cooperative was established in 1868 in the Ahr region. Despite the decline in the number of cooperatives, of members and of the vineyard area cultivated by cooperatives, wine cooperatives are still accountable for roughly a quarter of the German vineyard area. Due to developments in the field of sustainability and digitalisation, cooperatives are facing increasing pressure. Based on the definition of cooperatives by the International Co-operative Alliance, one can conclude that cooperatives are a sustainable form of enterprise. A previous study from 2019 showed that sustainability and digitalisation were not mentioned by cooperative management as important topics in the competitive analysis. Also, sustainable management practices have not been analysed explicitly for wine cooperatives so far. We therefore consider sustainability and digitalisation in the context of the strategic management of wine cooperatives. Our article does not aim to show further development in the areas of sustainability and digitalisation but rather to unveil existing managerial practices in order to provide a basis for management decisions. As only limited knowledge exists, a qualitative approach was chosen. Interviews were conducted with the management of wine cooperatives (n = 13) and representatives of the regional and national cooperative associations, which in turn represent the wine cooperatives as a whole (n = 4). A data content analysis was performed. The results describe state of the art of sustainable management practices and digitalisation in wine cooperatives. Even if the understanding of sustainability and digitalisation is quite similar among the respondents, the operationalisation in the cooperatives differs strongly. However, it is clear that innovation, adaptability and sustainability are strongly interlinked. Options for future research and the limitations of the study are provided as well.

Coffee is the second most important commodity in terms of global trade value, with its global market value exceeding $460 billion in 2020. Its supply networks, which encompass multiple stakeholders, are complex and nontransparent. Blockchain is a trust technology, and some coffee firms have embraced this technology to provide trust attributes to consumers while making their supply chain more transparent. For businesses to gain the expected productivity advantages, a technology must be adopted and used. As theoretical and empirical research on blockchain technology adoption is scarce, this article attempts to identify behavioral intentions of stakeholders in the supply network toward its adoption. Based on exploratory interviews, this article develops a blockchain technology adoption model based on factors relevant to individuals’ use behavior. The results provide evidence that a normative stakeholder management approach positively impacts use behavior. Managers can use the model to benchmark and improve their corporate social responsibility strategy to obtain better returns on blockchain investments. This study closes a research gap as, to the best of the authors’ knowledge, no research has been conducted so far on the impact of an instrumental stakeholder management approach on blockchain technology adoption behavior. Understanding how stakeholder management can compensate for the lack of consensus mechanisms in private and consortium blockchains, as well as understanding the factors influencing behavioral intentions toward the use of a technology, can provide for managerial guidance toward the development of an effective stakeholder management strategy, which eventually can result in a competitive advantage.

The importance of power is underlined by many scientists who view it as a key behavioural construct. Power distinguishes itself as an effective tool in coordinating and promoting harmonious relationships, solving conflicts, and enhancing performance. An important challenge is to find out what role power plays in managing supply chain networks, paying specific attention to its effects on coordination and cooperation. The aim of our work is to investigate the role of power in supply chain networks in order to work out a strategy that enables supply chain managers to select an effective mix of power mechanisms. We critically examine the existing literature and elaborate on the role of power in supply chain relationships. We work out and test a theoretical model of the effects of power on cooperation and coordination and discuss possible managerial implications of using power as an effective tool for promoting supply chain management. To verify our research hypotheses we conducted semi-structured in-depth expert interviews via telephone about relationships of international food processing companies with their suppliers in Russia and tested the model using the Partial Least Squares (PLS) approach. Depending on the origin of power, it may have different effects on cooperation and coordination. Based on the results of the survey we worked out a special ranking system for the use of power depending on its expected effect on coordination and cooperation. Expert power has the highest ranking among the other types of power for improving coordination. Therefore, we recommend using this strategy as a first priority for improving coordination. The data in our PLS analysis represent only a single perspective in the dyad: food processing companies. Gathering data from other companies’ perspectives, such as retailers or agricultural producers, could have produced different (presumably more realistic or complete) findings. Our study offers recommendations for managers about the use of different types of power in managing the Russian agri-food supply chains, with specific attention paid to coordination and cooperation issues. In order to manage supply chain networks successfully, knowledge of different types of power is essential. The developed ranking of different types of power according to their effects on coordination and cooperation is designed to help managers make the right decisions in choosing the appropriate type of power for coordination purposes.

The economic breakdown of the early transition process weighed heavily on food supply relationships in the Eastern European and Central Asian (EECA) countries. Small and medium-sized farm suppliers and processors suffered from lack of necessary production inputs whereas processors and retailers faced problems of insufficient quantity and quality of supplies. At the same time, changes in consumer demand as well as the accompanying entry of foreign investors in the retail and processing sectors necessitated significant and lengthy reforms and adjustments in the structure of food commodity chains to overcome these problems. Based on an extensive literature overview and a synthesis of five case studies conducted upon the assignment of Food and Agriculture Organization (FAO) of the United Nations, the current chapter demonstrates how small and medium-sized food processors manage to install effective procurement systems in weak institutional environments of EECA. The chapter also identifies the factors that drive small farmer-processor business linkages and their integration into national and international value chains in order to develop options for support and assistance.